Quotes About Customer

When you can show concern about what matters to your customer, that's Business to Customer Loyalty, and you can bet on it, you've just acquired a customer for life.

Foremost is the principle that the purpose of consumer research is to understand the customer's needs and wishes, and thus design product and service that will provide better living for him in the future. A second principle is that no one can guess the future loss of business from a dissatisfied customer.

Service Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Once you know what you want and what is important for you to achieve, also define the values associated with it. What is important? That is something a lot of entrepreneurs pass by too quickly. For us, the things that were important were, No. 1, customer success. Nothing is more important to us than making sure every customer is successful in our service.

The only way to build a good company is one satisfied customer at a time. However, to build a great company, we must add one raving fan at a time. The difference is this...a satisfied customer will come back, but a raving fan not only comes back, but becomes part of your sales team. There's a big difference!

Only institutions that go about the old-fashioned business of taking in deposits from customer A and lending them out to customer B should be called banks. The rest should call themselves what they are. 'Parlors' would be appropriate, or 'dens' - words more suitable to venerable betting pursuits.

Companies cannot really see beyond their current customer base. They explicitly or implicitly do things to protect their current customers. And the last person to want real change is your customer. This is why most new ideas come from small companies that have nothing to lose.

Yesterday, I tried to call Northwest Airlines' customer-service line over a couple of hours. I couldn't get through. The recording said, "Due to a high volume of calls" Well, you could put it that way - "Due to a high volume of calls". Or you could say, "Due to an insufficient number of employees..."

Analytical software enables you to shift human resources from rote data collection to value-added customer service and support where the human touch makes a profound difference.

Son, you can't go around painting yourself black, you hear?" "Why not, Papa?" "Because they'll take you away." "Why?" "Because you shouldn't want to be like black people or Jewish people or anyone who is...not us." "Who are Jewish people?" "You know my oldest customer, Mr. Kaufmann? Where we bought your shoes?" "Yes." "Well, he's Jewish." "I didn't know that. Do you have to pay to be Jewish? Do you need a license?" ..... "...you've got beautiful blond hair and big safe blue eyes. You should be happy with that; is that clear?

I think the way design was practiced for most of the 20th century was very declarative. A designer came up with a solution for a project and put it in place and shipped the solution and it landed in a reader or a customer's hands as a brochure. They would see it as a poster, or as a piece of signage. And that was sort of it. That was the end of it. I think Internet technology has really upended that whole equation because in some ways a designer's work is never really done online.

Customer complaints are the schoolbooks from which we learn.

Their attitude is, 'okay, I am the customer. You are supposed to entertain me.' It's kind of a passive attitude they're taking, and to me it's kind of a pathetic thing. They do not know how interesting it is if you move one step further and try to challenge yourself with more advanced games.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Customer service will become the primary value added function of every business.

Wal-Mart, with its legendary focus on customer value in terms of price, is innovating in sustainability. Now, we're beginning to see the mirror image, a convergence, as the not-for-profit sector is beginning to serve more effectively by applying private sector accountability and efficiencies to social needs. This reflects a rising recognition that to serve others best requires more than good intentions; it mandates a focus on real-world results. Bill Gates and Warren Buffett are among the most conspicuous advocates and representatives of this transformation.

We're improving and taking our levels of customer satisfaction higher and higher....Our customers are happier than they were before.

No vision issue today is bigger than the question of efficiency versus some combination of innovation and customer service.

I think maybe 50 years ago people and businesses felt like they had to choose between maximizing profits and making customers happy or making employees happy, and I think we're actually living in a special time where everyone's hyperconnected, whether through Twitter or blogs and so on. Information travels so quickly that it's actually possible to have it all, to make customers happy through customer service, to make employees happy through strong company cultures, and have that actually drive growth and profits.

The great thing is the start - to see an opportunity for service, and to start doing it, even though in the beginning you serve but a single customer - and him for nothing.

When a customer enters my store, forget me. He is king.

The customer is not always right.

Lean thinking defines value as providing benefit to the customer; anything else is waste.

The easiest way to figure out who the customer is in an online space is to figure out who is paying for the thing. Usually, the people paying are the customers. So on Facebook, the people paying are marketers. That makes them the customers. And it means we are the product being delivered to those customers.

Contractors always pursue large profit, the customer - a high-quality end product in due time and at a lower cost. This struggle never ends, but this is natural.

Remember that, in the end, the customer doesn't know, or care, if you are small or large as an organization - she or he only focuses on the garment hanging on the rail in the store.

Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.

People need to understand: Businesses are going to make mistakes. They shouldn't be shot and hung every time. We should apologize for it. We should make up for it. My shareholders paid for it. No customer was hurt, which is critical to me. But I hurt my shareholders, and I wish I hadn't.

Customer service is just a day-in, day-out ongoing, never-ending, unremitting, persevering, compassionate, type of activity.

I am a fashion designer. I'm not an environmentalist. When I get up in the morning, number one I'm a mother and a wife, and number two I design clothes. So the main thing I need to do is create, hopefully, exquisitely beautiful, desirable objects for my customer.

Everyone talks about building a relationship with your customer. I think you build one with your employees first.

I believe that all brands will become storytellers, editors and publishers, all stores will become magazines, and all media companies will become stores. There will be too many of all of them. The strongest ones, the ones who offer the best customer experience, will survive.

A product is something made in a factory; a brand is something that is bought by the customer. A product can be copied by a competitor; a brand is unique. A product can be quickly outdated; a successful brand is timeless.

The first step in exceeding your customer's expectations is to know those expectations.

The customer is usually wrong, but statistics indicate that it doesn't pay to tell him so

For in some ways the world was like a shopping centre, and he himself was a doubtful customer, often ineffectual, being talked into buying things he didn't want, things indeed which nobody in their right mind would want to buy.

Convincing isn't really possible in an age of customer control. Customers hold most of the cards today. They have good visibility into their choices, and they can easily share information with each other. Not only that, they don't like to be sold. But they do like to buy. Your job shouldn't be to convince customers to buy, but to help them buy what they want.

Every contact we have with a customer influences whether or not they'll come back. We have to be great every time or we'll lose them.

The good things at the U.S. health care system are that we have a well-trained labor force, particularly physicians; I don't think any nation trains doctors better. We have the latest technology, simply because we throw so much money at it. We are really technology-hungry in this country. That's a good thing. Our system more treats patients like customers, which is a good thing; that it's very customer-friendly. And it's very innovative, both in the products we use, in the techniques we use and the organizational structures we use. Those are all very good things, highly competitive.

An institution which is financed by a budget - or which enjoys a monopoly which the customer cannot escape - is rewarded for what it deserves rather than what it earns. It is paid for 'good intentions' and 'programs'. It is paid for not alienating important constituents rather than satisfying any one group. It is misdirected by the way it is being paid into defining performance and results as what will produce the budget rather than as what will produce contribution.

User interface is customer service for the computer.

I think of customer service as an offense and not a defense

The game of business used to be like football: size mattered. Then it changed to basketball: speed and agility. Today, business is more like chess. Customer priorities change continually, and the signals given by these changes are vital clues to the next cycle of growth.

Marketing is not only much broader than selling, it is not a specialized activity at all. It encompasses the entire business. It is the whole business seen from the point of view of its final result, that is, from the customer's point of view.

Everyone is in the business of customer satisfaction.Wh o are your customers and how are they doing?

Making changes to better appeal to customer is INNOVATION.

We will ensure that associates continue to possess unsurpassed product knowledge and maintain their dedication to customer service and respect for their colleagues and for the communities in which they work and live.

If you wish to prosper, let your customer prosper. When people have learned this lesson, everyone will seek his individual welfare in the general welfare. Then jealousies between man and man, city and city, province and province, nation and nation, will no longer trouble the world.